Rethinking Sustained Competitive Advantage from Human Capital

By Benjamin A. Campbell, Russell W. Coff, David Kryscynski. 2012

686 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ad676e4aad4241af0cba181cb58620569437fa06

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Economics and Econometrics

In Strategy and Management

Citations in the corpus

Engineering Value: The Returns to Technological Talent and Investments in Artificial Intelligence (2019, background): “Supply-side factors affecting worker bargaining power and the propensity for workers with firm-specific assets to start new firms (as in (Campbell et al. 2012; Eisfeldt and Papanikolaou 2014; Jovanovic 1979)) are an important component of the firm’s share of created value.”
The undergraduate self-perception of employability: human capital, careers advice, and career ownership (2019, background): “For employers, human capital gives graduates the potential to enhance organisational capital, increase competitiveness and increase profits; all crucial for organisational survival in a competitive and globalised labour market (Campbell, Coff, and Kryscynski 2012).”
Inter-industry labor flows (2017, background): “In fact, Campbell et al. (2012) discuss a number of constraints beyond pure human capital specificities that emerge on the demand as well as the supply side of labor mobility due to information asymmetries, job satisfaction and complementarities between human capital and other productive…”
Knowledge sharing, intellectual capital and firm performance (2014, background): “It represent the individual knowledge stock of an organization to reach certain targets (Bontis et al., 2007; Cabello-Medina et al., 2011; Campbell et al., 2012; Nick and Alexander, 2007; Ruzzier et al., 2007).”
Strategic Human Capital (2014, background): “Recent discussion has gone beyond firm specificity in a number of ways (Campbell et al., 2012).”
Toward a More Comprehensive Model of Firms’ Human Capital Rents (2017, background): “For example, many of the arguments to date in the SHC literature have emphasized how value is appropriated between firms and workers (e.g., Campbell et al., 2012), which itself is a complex subject.”
I used to work at Goldman Sachs! How firms benefit from organizational status in the market for human capital (2015, positive): “We used the last two items to measure the value of high status employers to workers (Cronbach’s α = 0.94). human capital (Chadwick and Dabu, 2009; Campbell, Coff, and Kryscynski, 2012), and scholars have struggled to come up with generalizable examples of firms achieving such advantage; we propose…”
Dynamic Managerial Capabilities (2015, background): “As Campbell, Coff, and Kryscynski (2012) note, human capital need not be firm specific to create value for organizations.”
A Road Well Traveled: The Past, Present, and Future Journey of Strategic Human Resource Management (2017, background): “However, Campbell et al. (2012) argued that under certain conditions the rents generated from general human capital can also be captured by the firm and thus can be a source of competitive advantage.”